Talent & Recruitment Archives | Page 2 of 17 | Bristol Creative Industries

As part of ADLIB‘s ‘True Diversity’ series, Tony had a chat with Lee Chambers, Founding Director at Male Allies UK, business psychologist, male allyship specialist and speaker.

This article is based on a transcript from that chat where Lee talks about why inclusion matters, how it helps build better workplaces, and why men need to be part of the conversation.

Tony: Starting with the need for diversity and inclusion. Why is it so important?

Lee: So from my perspective, and from a lot of the work that I’ve done, the importance of diversity and inclusion spans a variety of different areas. The first one for me is, in an increasingly individualistic world, the things that actually bring us together, especially across difference. Because as we become more individualistic, we actually start to fear difference more than embrace and celebrate it.

So things that actively work to bring different people together in a proactive and intentional way are increasingly important in an algorithmic world, which is trying to bring commonality together rather than difference. I think it’s vital for society that we’re able to create communities of difference rather than communities of commonality.

I think, secondly, it’s important because we still live in a world without modern meritocracy. Your outcomes are still massively determined by lots of things that you can’t necessarily control yourself, but that do potentially present either an awful lot of systemic barriers to overcome, or significantly less. And we all benefit when we collectively work together to reduce some of those barriers, because fundamentally it means that we can create better outcomes from the work that we do together.

There’s more opportunity to work with great people. Talent gets the ability to rise. People can get closer to their potential. People get the opportunity to perform, which is vital for sustainable businesses. And more than ever, people feel like they can belong, not necessarily their whole self, because many people don’t want to bring their whole self into the workplace, but they would like to bring their best, most effective self. And an inclusive culture allows that to happen.

It allows that embracing of difference which, whether we’re looking at commercial or societal outcomes, helps us mitigate risks earlier, see more potential opportunities, create more effective products and services, and just make better workplace cultures where people want to stay, continue to develop themselves, and continue to contribute. They see it as a net positive rather than something that takes away from them.

I think that’s vital because the next generation is more sensitive towards these things and is definitely looking for more purpose and more alignment in the very work that they do. So yes, it’s vital in a lot of different ways. When it’s done effectively, and in a structured and really considered way, it simply makes for better ecosystems that humans can exist within.

At the end of the day, as humans, we need those spaces to be able to grow and thrive. And it’s not always on us as individuals to create those spaces.

Tony: That’s a brilliant answer. Thank you. Absolutely agree with all of that. Can you share a little bit more about what you do at Males Allies UK?

Lee: Male Allies UK fundamentally exists to help men engage in inclusion. From our work, we’ve seen that when it comes to people-orientated projects in the workplace, whether that’s around well-being, inclusion, people engagement, or people development, there are a lot more women who get involved. In the bigger picture, that means men are missing out on the opportunity to be part of designing what these people structures will look like in the future. If they’re not present, they can’t be part of co-designing and co-creating them.

We’ve also seen over the years the impact on men’s health when they don’t take a more collective approach to navigating the world. The isolation, individualism, self-reliance, and self-sufficiency, sold as independence and freedom, actually come at a cost. No man is an island. If men can connect with people, it gives them the ability to feel more connected to the world, and also to themselves.

So we exist to engage men in inclusion, to support them in building the skills of allyship, and to be honest about the systemic barriers that still exist for all genders in the workplace. We specifically start from a binary perspective and move beyond that over time.

We do this through delivering masterclasses that are more informational, busting myths and misconceptions, identifying barriers from our research, and highlighting the benefits of inclusion. Too often, inclusion is framed only around when it goes wrong, microaggressions, discrimination, poor behaviours, bad cultures, rather than amplifying the benefits of getting it right and doing it well.

We also create spaces and consult on engagement, whether that’s events, men’s networks, male partner networks, male strands, or male pillars. We host what we call creative spaces, where men can share their perspectives on inclusion without judgment, contribute their honest views, and express sentiments they might feel suppressed from sharing elsewhere. There are boundaries of respect, but it removes the sense of “I can’t say anything.” This lets them explore their beliefs, and as we go through that process with curiosity, we often find the root of resistance is linked to their own personal challenges, economic pressures, divorce, mental health struggles, fertility issues, lack of friends, caring for parents, and more.

If men don’t feel they can share these experiences, it can cause frustration that other challenges get more attention or visibility. In these spaces, they can connect, support each other, and see they’re not alone, because again, no man is an island.

We also look at what organisations can do systemically to get more men collaborating together. Our big mission, beyond those safe spaces, is to get everyone in the room together. It’s vital to shine a light on our blind spots, recognise that men and women are not homogeneous groups, and that there are massive intersecting identities within both. There are also common challenges across genders, and many issues that impact women in the workplace have a tail, end effect on men that often goes unconsidered.

If we can work together to address the gender stereotypes and norms that restrict us, many of which are at the root of these challenges, we can start to create a world where we can be who we truly are, rather than who we’ve been told to be. This will make us less judgmental, more curious about each other, and more able to explore what’s possible, bringing our own authentic expression into the world.

Lee: Yeah, so the word “allyship”, when I first came across it nine years ago, I didn’t like the term. It felt very militaristic, like “good guys versus bad guys,” a rallying cry of “join us and let’s blow them up.” That didn’t mirror my perspective on what I wanted to achieve.

I’d been on a personal journey, building a tech company, getting ill, learning to walk again, stepping out to become a stay, at, home dad, and through that, I began seeing the world differently. I realised there were many things I hadn’t seen or noticed before, a lot of unfairness in the world.

Initially, I resisted the term, but then I learned its root comes from the Old French word alliere, meaning “to combine, to unite, to come together.” That clicked for me. Allyship is about that collaborative, collective coming together, partnering with people for change, and partnering through difference.

Good allyship is multifaceted. It starts with personal work: unpacking your own conditioning, educating yourself on other perspectives without placing emotional labour on others. Then there’s allyship “in the moment”: thinking about who’s not in the room, who is in the room but not being heard, who’s being interrupted or not credited. It’s having the courage to bring someone in, amplify their voice, ensure they get the credit they deserve, and being mindful of who is doing work that goes unrecognised.

There’s also the systemic aspect, examining policies to see if they create more or less opportunity, and looking at processes like meetings, networking, promotions, project allocation, recruitment, and more. We all have different levels of systemic power to make change, but everyone has some ability to make change.

I see allyship as a skill to build, not an ideology to believe. We’re often beginners when it comes to the lived experiences of others, but over time we gain benefits from building these skills. It requires willingness to learn, humility, courage to challenge, and curiosity about what we don’t yet know.

Good allyship also means knowing when to step forward to challenge and question, when to step to the side to partner on change and projects, and when to step back to allow others to take the platform and lead. That ability to move fluidly, stepping forward, aside, and back, is the essence of allyship. It’s easy to get stuck in one of those positions, but true allyship is an agile skill.

Tony: I love that meaning of allyship! And your point about stepping forward, stepping to the side, and stepping back is a great one. A lot of people, maybe through fear of getting it wrong, default to stepping back, and I’ve done that in the past. Then, once you do step forward, the tendency might be to do it all the time or too much. So that’s a really good awareness point , I’ve learned something just from hearing that. Thank you.

Lee: In terms of good allyship, there are more great examples than we often appreciate. Sometimes those examples are small and easy to overlook, because we tend to think of allyship as lots of small, intentional, inclusive acts that build the skill set.

We don’t see allyship as making big sweeping statements, grand gestures, or one, off transformational changes. It’s about those micro, moments in the day, to, day. Yes, there’s a lot that could be improved, but even simple actions can be powerful, like seeing senior leaders openly say, “I’m going to pick my kids up” or “I’m taking time off with my children.” Especially for male senior leaders, that challenges stigma and models what I call “caregiving loudly.”

Other examples include men calling out sexist remarks in meetings and explaining why they’re problematic, or pulling women back into conversations when they’ve been interrupted, saying, “Hang on, you’ve just interrupted her, let her finish her point.”

Some of the most powerful examples of allyship, though, are the ones we don’t see, like changing policies or systems, or using institutional power to advocate for something you wouldn’t necessarily expect them to be passionate about. Those are moments when people put real skin in the game, because allyship can be uncomfortable.

If you’re going to build this skill set and take action, it’s going to feel risky at times. You might feel scared or unsure. In our research, fear is the biggest barrier to men stepping in. That’s understandable given the current climate, but fear can also be a signal to act. Today’s discomfort becomes tomorrow’s growth.

It’s important for men to see that allyship is a beneficial skill to build and to understand the potential personal benefits over time. That perspective can help turn discomfort into growth. While that might sound transactional or self, centered at first, we’ve seen that men who sustain their allyship journey often don’t know the benefits at the start, they discover them gradually, and that keeps them engaged.

Lee: Our social impact work as a company includes working with boys in schools. We’re passionate about that, because many of them are not far from entering the workplace themselves, a workplace that’s increasingly volatile, dynamic, and, at times, really challenging.

It’s a very different environment compared to the education system. These young boys have grown up in a fascinating but complex world. They’ve had a digital, first existence; social media has been present in their lives from the day they were born. Many of them have never experienced living on a street where they know all the neighbours, people of different ages, cultures, and political affiliations, and sharing those everyday connections, like a garden party. They haven’t had that exposure to difference.

Instead, they’re often algorithmically pulled into echo chambers of people who think and act exactly like them, manipulated, shaped, moved around, and sold to, growing into future consumers. At the same time, they’re living in a world where masculinity is unclear. The way it used to be isn’t how it will be in the future, but there’s no clear definition of what it is now. Many young boys are searching for answers during that crucial adolescent period, trying to figure out who they are.

We wanted to understand what it’s like to be a boy between 12 and 15 in the UK today. So we spoke to over a thousand boys, asking their perspectives on education, the future, technology, masculinity, and femininity, just to understand how they see these things. Our upcoming report will bring their voices to life, sharing their views directly, in their own words.

Ultimately, they too will benefit from building the skills of allyship in a world of disinformation and moral outrage, where they’re often told they’re hard done by. And yes, economically, it will be difficult for many young men to achieve what their parents did, given the current economic cycle.

But I take a lot of hope from speaking to them. They’re insightful, and I think we often undervalue their perspectives. More than ever, it’s a challenging time for them, but if we can support them through it, they can help us understand the world they want to live in. That’s why we need to work together across generations, something we haven’t always been very good at.

Lee: It’s going live on the 30th of October. We’ve got a launch event at the House of Commons.

Lee: Yes, there’ll be an accessible version available, which will be downloadable after the event.

Tony: How can businesses or potential employers get involved with Male Allies UK?

Lee: The best thing to do is connect with us on LinkedIn, where we share a lot of resources and perspectives. You can also visit our website, maleallies.co.uk, which has a range of resources.

Engage with us, because the most valuable thing we do is speak with people. We work across 13 different industries, so we see a wide range of perspectives, commonalities, and sector, specific challenges. Everything we do starts with a conversation.

We don’t gatekeep our lessons or knowledge, because we want companies to make this work relatable to them. The key is for us to connect and follow each other’s journeys. There might be a point where you’re looking to engage more men, or when allyship skills could benefit your culture, and at that point, we can partner and do something more formal.

Until then, it’s just good to be connected, to understand the work, and to know you’re not on the journey alone. This is meaningful work, and in these uncertain times, coming together is more important than ever.

Tony: Thank you so much, Lee. I’ve really enjoyed chatting to you and there are so many takeaways. Best of luck with everything and I look forward to reading the report when it’s live.

Male Allies UK is on a mission to normalise active allyship and cultivate gender equity within organisations and communities.

If you are a part of an initiative, brand or company that proactively champions diversity and would like to be featured as part of the “True Diversity” series please get in touch with Tony.
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About ‘True Diversity’ by ADLIB:
Our series, True Diversity, is dedicated to featuring the people, organisations, and initiatives that truly understand why Diversity, Equity, and Inclusion (EDI) matter.

We spotlight who they are, what they do, and why their work is important. Through their stories, we explore how they’re driving meaningful change and how businesses and potential employers can get involved in building a more inclusive future.

In my role and a fellow member of Bristol Creative Industries, I often sit down with founders of small creative agencies. They grow their teams from two people around the kitchen table to a buzzing studio of 40. Business is good, clients are happy — but there is a nagging worry about staff turnover.

“I feel like we’ve got a great culture”, “We pay fairly, we’re flexible about working hours, but people still leave for bigger companies. I can’t compete with their salaries — but maybe I’m missing a trick with benefits?”

In simple terms, it’s a review of the perks and support you give your team. It looks at the obvious things — pensions, healthcare, life insurance — but also at the less visible, day-to-day benefits: training budgets, wellbeing support, cycle-to-work schemes, flexible working, and even perks like free coffee or social events.

The goal isn’t to overhaul everything. Instead, it’s to answer three key questions:

Last month was a crying example for a BCI Member. When we ran their audit, we found they was paying for a health cash plan that most of her staff didn’t know existed — and those who did weren’t claiming. At the same time, their team wanted something much simpler: access to mental health support and more training opportunities.

By reallocating spend, they ended up with a package that cost her less but delivered more. Staff engagement has improved, and they noticed fewer people scanning job ads for “what else is out there.”

For SME/Mid-sized organisations, the stakes are high. Recruitment is expensive. Losing a key person can disrupt client work. The right benefits package won’t stop every resignation, but it can tip the balance between someone staying or leaving.

Not at all. It’s not a mountain of paperwork or a six-month consultancy project. For Bristol Creative Industries members, it’s simple and free:

The world of work has shifted. What employees expect from their employer in 2025 isn’t the same as it was even three years ago. Hybrid working, mental health, flexibility, and personal development now matter as much — sometimes more — than traditional “perks.”

An audit helps you see whether your benefits reflect that reality. It’s not about spending more, but about spending smarter.

For the BCI Member I mentioned earlier, the audit was a turning point. They didn’t need a bigger budget — just a clearer view of what worked and what didn’t. The result? A happier team, better retention, and money saved.

Your people are your biggest investment. A benefits audit is a small step that makes sure that investment is paying off — for them, and for you.

👉 BCI members can access a free audit via myself. It takes less time than your morning coffee run, but it could make a real difference to your business.

When we think back to our work experience weeks, most of us remember the same thing: a lot of tea-making. You sit awkwardly in the corner of an office, doing your best to stay awake while someone tries to remember what they can actually give you to do. That, or you get dropped into a placement that has absolutely nothing to do with what you’re interested in. Sound familiar?

It’s no wonder employers can be hesitant to offer work experience. Let’s be honest – most of us are already juggling deadlines, meetings, and more Slack messages than any human should have to process. Taking on a student can feel like another thing to manage with little pay-off for either party.

At Gather Round, we felt the same. But we also remembered how frustrating it was to be on the other side: being young, curious, and entirely in the dark about what real jobs actually look like. That’s why we decided to do things differently when we hosted two brilliant students earlier this summer and now collaborating with Emma and Luke from Not Impossible.

How we made work experience work at Gather Round

We approached it like we do everything else at Gather Round: with intention, creativity, and a focus on people.

First off, we made sure the students were actually interested in what they’d be doing. Both were keen on marketing, so we matched them with our Marketing Director and built a week to give them real, useful experience.

They did competitor research, helped update our website, scheduled Instagram posts, and even did a story takeover. They learned how to calculate engagement, use Google Sheets to build a partners lead list, and got a proper behind-the-scenes look at how we work.

One of our students, Kai Atwood said, “I expected to have a great time and a firm understanding of how marketing works, and I absolutely was given that by Gather Round.”

And honestly? It didn’t feel like extra work. Giving them structure upfront meant they could crack on with things, and checking in twice a day kept things flowing without eating into anyone’s schedule. The Gather Round team was thrilled with the work produced by both students.

Kai told us that most of his friends were doing placements in primary schools, even though none of them wanted to be teachers. Because those were the only placements their parents could arrange (through the school). That’s precisely the problem Not Impossible is trying to fix.

So, what is Not Impossible?

Since we had such a positive experience with our work experience students, we decided to partner with Not Impossible – a work experience platform created by Luke Ashman and Emma Colwill, who’d seen first-hand how difficult it can be to host placements, particularly in modern, hybrid work environments. Instead of relying on the old ‘friends and family’ networks (which often shuts out anyone without connections), they have created a more inclusive, flexible system that aligns with modern work practices and fuels social mobility.

It’s work experience reimagined: smart matching (pairing based on shared passions and personalities) and ‘micro connections’ between young people and experienced professionals. One hour, one day – right through to internships, whatever fits.

For employers, it’s a smart way to:

Broaden talent pipelines
Use volunteering time meaningfully
Meet future collaborators (or hires)
Give staff a chance to develop mentoring skills

One company put it perfectly: “It’s invaluable to understand the thoughts and challenges faced by young people to help inform future recruitment.”

For young people, it’s about getting a foot in the door – even if they don’t have a network. They meet people doing jobs they care about, ask questions, build confidence, and figure out what they want to do (and don’t). After a microplacement, students feel 85% more informed about their careers and 96% more optimistic about the future.

Xavi, one of their students from the University of Bristol, said,

“The match is based on your values, interests and compatibility. So you’re getting a better idea of how to navigate the world of work from the kind of people that you would actually like to work with.”

It works. And we’re fully on board!

To get a deeper understanding of the impactful work Not Impossible are doing watch their YouTube video here.

What we learned

Hosting students reminded us of the powerful role spaces like ours can play in helping young creatives find their path. We’re all about community, including making space for the next generation to explore, learn, and be inspired.

Our work experience students described Gather Round as “creative, friendly, inspiring and safe,” and said they’d recommend it to their friends. That means the world to us.

So if you’ve been on the fence about offering work experience, or wondering how to recruit strong talent without disrupting your workflow, give Not Impossible a look. Or if your a young person interested in work experience here at Gather Round we’ll be hosting opportunities through Not Impossible very soon.

You may not have the deep pockets of larger enterprises, but that doesn’t mean you can’t compete for top talent by crafting a powerful Employer Value Proposition (EVP) and building your employer brand. EB Now 24, a recent survey by the talent insights firm Universum, showed that 67% of SME’s surveyed have developed an EVP or employment promise of some kind. This is a far cry from just a few years ago and underscores the importance of a strong employer brand for employers of all sizes in today’s competitive job market.

Boiled down, an EVP is simply the unique set of offerings and experiences that make your company an attractive place to work. Done well, it’s an employer’s opportunity to differentiate themselves and communicate those unique strengths consistently. In a world where candidates have countless options, including an evolving gig economy and lower barriers to entrepreneurialism, a well-defined and effectively communicated EVP can be a game-changer.

While every company’s EVP will be unique, Universum’s latest survey reveals some common themes that often resonate universally with today’s workforce and could be a good place to start for an SME developing an EVP without access to data that can often be expensive and time-consuming to collect.

Purpose: Top talent is increasingly drawn to organisations that have a clear and inspiring purpose beyond just making a profit and keeping shareholders happy. This is especially true of Gen-Z, who are the fastest growing generation within the workforce. As an SME, it’s likely you’re still more in touch with why you exist and the mission you’re on compared to the corporate goliaths, which could play right into your favour where talent attraction is concerned. Here, you can start by thinking about how you can communicate, in an inspiring way, why your company started, the problems it sets out to solve, and how your company is making a positive impact on society, the environment, or your community. Remember, you don’t need to inspire everybody, just enough highly talented and likeminded people who are bought into your mission.

Diversity, Equity, and Inclusion (DEI): A commitment to DEI is not just a moral imperative but also a powerful employer brand asset. By showcasing your efforts and, more importantly, your successes with creating an inclusive culture that values diverse perspectives and backgrounds, you can leapfrog other employers, small or large, who’re missing this aspect in their communications or who aren’t successful or concerned about these issues in the first place.

Innovation: In a rapidly changing world, candidates value companies that embrace innovation and provide opportunities for continuous learning and growth. This can be a low hanging fruit for SMEs who’re often founded around innovative products, solutions or ideas, or who need to innovate fast to compete with more established players. If this sounds like you and your SME organisation, you could consider emphasising your commitment to staying ahead of the curve and fostering a culture of curiosity and creativity to boost your appeal to the right kind of talent.

Flexibility and Work-Life Balance: Whether it was already heading in this direction or not, the pandemic has undoubtedly reshaped employee expectations around work-life balance and flexible working arrangements. This is another key battle ground where SMEs often have the advantage. With so many corporate employers now calling staff back to the office five days a week, and imposing punishments for those who push back, SMEs now have an opportunity to swoop in and steal this disillusioned top talent by offering them what their current employers are now taking away. If you’re an SME and can offer attractive flexible working arrangements and healthy work practices, there couldn’t be a better time to capitalise on your policies.

As an SME, once you’ve defined your EVP it’s still just as crucial to communicate it effectively to your target audiences. Universum’s survey reveals that SMEs are increasingly focusing on target-specific communication rather than a one-size-fits-all approach.

Leveraging cost-effective channels like social media, your career site, and employee referrals to share authentic stories and content that bring your EVP to life can all be done without the need for corporate-sized content teams and media budgets. Due to their small size and friendlier nature, SMEs often find it less challenging to encourage employees to be brand ambassadors and share their experiences working for your company – considered by most as the purest, most authentic, and most desired form of employer branding.

In today’s competitive talent landscape, a well-crafted and effectively communicated EVP can be a powerful differentiator for SMEs, giving them the agility and access to top talent they need to grow and succeed. By clearly articulating what makes your company a great place to work and tailoring your messaging to specific audiences, you can attract and retain the top talent that will drive your business forward.

Running a small creative business in Bristol isn’t easy right now. Rising costs, new regulations, and the challenge of keeping talented people motivated make employee benefits feel like a juggling act.

Cutting perks might save money short-term — but in a city full of creative talent, it can backfire fast. Done right, benefits are one of the smartest ways to show your team they’re valued.

Here’s what’s making life tricky: National Insurance is up to 15% on salaries over £5,000, the minimum wage has jumped to £12.21/hr, and sick pay reforms from day one could add millions in costs to SMEs nationwide. No wonder some are thinking about trimming benefits — but smarter moves exist.

Many Bristol SMEs are getting creative that save money for both the business and employees. Upskilling is also a big focus — giving people growth opportunities without constantly hiring externally.

A Howden/YouGov survey found 77% of SMEs plan to revamp benefits in 2025. Local creative businesses are taking smart approaches:

Case in point: Studio 45, a Bristol design studio, did a quick benefits audit. They found unused perks, introduced salary exchange, and refocused on flexible benefits employees actually wanted. Result? £18,000 saved, benefits uptake jumped to 85%, and staff morale soared.

The takeaway? Small changes, smart choices, and listening to your team can make benefits both affordable and effective. In Bristol’s creative sector, showing your people they’re valued might just be your best perk yet.

..and the best bit? Un:fade Consulting undertakes a free benefits audit for members. Have a look in the Members’ area.

Employment data from the Department for Culture, Media and Sport (DCMS) showed there were 2,409,000 creative sector jobs in the year to December 2024, down from 2,419,000 in 2023. In the 11 years prior to 2023, the sector saw successive annual job increases.

The decline in 2024 was driven by a fall in employed roles which fell to 1,713,000, down from 1,744,000 in 2023. In contrast, the number of roles for self-employed individuals and freelancers increased last year to 696,000, up from 675,000 the year before.

Within sub-sectors of the creative industries, music, performing, and visual arts experienced growth, with the total number of jobs increasing from 288,000 in 2023 to 312,000 in 2024.

The avertising and marketing sub-sector also saw a growth in total jobs, rising to 262,000 from 253,000 in 2023. Freelancers in that sector also rose, from 55,000 to 61,000.

Jobs in the film, TV and music sector increased from 208,000 in 2023 t0 214,000 in 2024, although freelancer roles fell from 80,000 to 75,000.

Publishing saw a sharp decline with total jobs falling to 166,000 in 2024, from 217,000 in 2023.

In the cultural sector, total jobs increased 666,000 from 700,000, although self-employed roles fell from 330,000 to 319,000.

The demographics of the creative and cultural industries

Demographic data for the creative industries showed 17% jobs were disabled people, and 37.4% were female workers at 37.4%.

Ethnicity figures showed 82.7% of jobs were held by people from the white ethnic group, 9.9% from the Asian or Asian British ethnic group, 2.8% from the black, African, Caribbean or black British ethnic group, 2.3% from the mixed or multiple ethnic group and 2.3% from other ethnic groups.

Creative industries employment in the south west

Of the 2,409,000 jobs in the creative industries, 7.3% (178,000) were located in the South West. This is an increase on the 169,000 south west jobs in 2023.

London still dominates the sector though, with the capital home to 30.4% of creative industries jobs. The second biggest region was the South East with 16.4%.

Freelancers in the creative and cultural sectors

Freelancers have long been a significant proportion of the creative and cultural sectors, representing around a third of all workers and more than double that in the overall economy.

In the creative industries sector plan released in June, the government committed to appointing a “freelancer champion” to advocate for freelancers.

The key ask was the launch of formal and structured inquiries into the major systemic barriers freelancers face, such as unfair pay, lack of employment protection and late payment. It also called for:

The workplace trends you need to know to attract and engage the next generation of your workforce

The creative industries are facing a rapidly shifting employment landscape driven by technological innovation and evolving generational expectations. Businesses that adapt to these changes will thrive; those that don’t risk falling behind.

At an event in the Bristol office of Bristol Creative Industries member RWK Goodman on 11 September, Alice Macleod, a specialist in human behaviour and social science, will deliver a dynamic and thought-provoking session on how shifting societal norms and AI are remoulding work environments and workflows.

Tailored specifically for professionals across creative disciplines, this session will unpack the latest workplace trends, explore how AI is reshaping roles and processes and offer concrete strategies to stay ahead.

You’ll also hear from Marissa Lewis-Peart, BCI board member and senior UX designer at Tesco, and Katie Green from Western Training Provider Network (WTPN) in an exciting fireside chat, where we will be exploring driving ambition and progression, from an employee and national business perspective.

Other related content and events

Introducing Eden Sinclair, UX Designer & Research Lead at the RSPCA! Eden ensures intuitive digital experiences for animal lovers, crafting impactful solutions that inspire action and promote animal welfare. Eden’s dedication shines through, leveraging the support of over 200 volunteers to conduct user research. ‘Designing for good’ has exposed Eden to the immense passion and drive in the charity sector, enriching design with inclusivity for all users.

The purpose of our ‘Design For Good’ content series is to shine a light on how creative innovation can be a driver for positive change. We feature those that are making it happen, those with grand potential. Businesses and individuals that are shaking up their sector and finding ways to do things better, for social or environmental good.

Can you please introduce yourself and tell us what your role is at your organisation?

My name is Eden, and I’m a UX Designer and UX Research Lead at the RSPCA. In my work life, I’m responsible for ensuring that all of our digital platforms, including websites and mobile applications, are intuitive, user-friendly, and meet all of the needs of our very diverse audience base! I work hard to create digital experiences that inspire action and promote animal welfare.

My work involves understanding user behaviours and needs through research and analysis, using wireframing and prototyping to create impactful solutions that encourage really meaningful and lasting engagement with our charity. I also spend a lot of time collaborating with teams across the RSPCA as a whole to ensure our digital platforms are not only user-friendly but also promote empathy, education, and action for creating a better world for animals.

Can you tell us a bit more about the work your organisation does, and how the UX teams support this?

The RSPCA is the world’s oldest and largest animal welfare charity, and we focus on rescuing, rehabilitating, and rehoming or releasing animals across England and Wales. We’re also campaigning around animal welfare laws, effecting change for animals in laboratories, improving farm animal welfare, educating young people and adults, and providing scientifically backed advice and information to support this.

The UX team, comprising three designers (including myself) and a UX manager, focuses on improving our digital offerings: the main RSPCA website, the RSPCA Education site, the politics site, and new and exciting projects. As a unit, we work closely with the public to ensure that our designs are user-centric and that our UX is tailored to not only encourage people to donate to support us, but also improve animal welfare themselves.

Can you share some challenges or barriers you had to overcome whilst working in a charity and ‘designing for good’?

I’d say that resource is the biggest challenge that I’ve faced. My last company was in the Technology sector, and so resource was never an issue due to very large budgets. However, working at the RSPCA, it’s imperative that we keep costs as low as possible to maximise the number of animals we can help. This is especially evident when attempting to complete user research, as usually a company would pay for research participants, but we have to rely on the generosity of the public.

Thankfully, the public are incredibly generous, and we have over 200 wonderful volunteers who help us test our designs every week. We couldn’t do it without them, and it’s heartwarming to see the commitment to animal welfare.

What has been the key thing you’ve learned about ‘designing for good’ and your target audience specifically?

I think the key thing that I’ve taken away from designing for good has been the incredible passion and drive in the charity sector, not only from the target audience, but also my colleagues at the RSPCA. It’s a fantastic and rewarding place to work.

My target audience is incredibly diverse, but they all share a common love and concern for animals. Whether they are long-time supporters of the RSPCA, or children being introduced to animal welfare for the first time, the passion for animals and kindness is clear.

One of the most rewarding things about working in the charity sector is getting to experience this first-hand. I get to work rather closely with our audience, through research, testing and interviews, and it is incredible to see how deeply people care, and how our supporters are making such a positive impact.

What’s more, the diversity in our target audience really enriches the work that we do for the RSPCA and challenges us to make our designs accessible and inclusive for all. Irrespective of physical or cognitive abilities, embracing the diverse nature of our users allows us to create a more meaningful experience for everyone.

I think the passion and commitment of our audience really drives us to continuously innovate, iterate and improve our designs. It’s amazing to work alongside and for people that are making such a tangible difference to the lives of animals.

We’re delighted to announce that Future Leap Consultancy has secured funding from the West of England Mayoral Combined Authority to deliver two cohorts of our acclaimed Skills Bootcamp on Sustainability in Business—a co-funded opportunity for professionals across the region to gain practical, actionable sustainability skills.

This initiative is part of the UK Government’s Skills for Life programme and contributes to the £11.3 million investment aimed at boosting skills across the West of England. It’s a powerful endorsement of the role sustainability plays in shaping resilient, future-ready businesses—and a recognition of Future Leap’s expertise in delivering high-impact training.

💡 What Is the Skills Bootcamp?

The Skills Bootcamp is a 10-week programme designed to help professionals integrate sustainability into their day jobs. Whether you’re in HR, marketing, finance, operations or procurement, this course equips you with:

All delivered by Future Leap’s network of expert consultants and changemakers.

We’ve already worked with teams at Pieminister, Lexus, Inside Travel Group, Priority Express, Gilcrest Manufacturing, Kelpi, Solutions for the Planet and Novotel—supporting them to embed sustainability into their operations and culture.

👥 Who It’s For

🗓️ Programme Dates & Funding Options

Eligibility is open to those employed or self-employed in Bristol, Bath, North or North East Somerset, or South Gloucestershire.

🗣️ What Previous Learners Say

“I’m a complete beginner and have found the sustainability space so overwhelming! This bootcamp has given me a real grounding in all the different topics, themes and nuances and having it broken down this way has been really helpful.”
— Becky, Starling Bank

“Despite having worked in this space for over 10 years, there’s always more to learn and it can be really hard to think differently about challenges you’ve known about for a really long time. It’s been great having people from different backgrounds and companies to hear their view and we’ve had some really interesting discussions.”
— Jen, Solutions for the Planet

These testimonials reflect the programme’s ability to support both newcomers and seasoned professionals in deepening their impact.

🚀 Ready to Integrate Sustainability Into Your Day Job?

Standard benefits packages won’t cut it for Gen Z. Here’s how they’re raising the bar and what you can do to meet it.

In simple terms, the generation that won’t settle for more of the same. Gen Z is here and they’re changing the game.

Born between 1997 and 2012, they’ve grown up digital, purpose-driven, and ready to challenge how work works. By the end of 2025, they’ll make up 24% of the global workforce and here’s the thing: standard benefits packages aren’t cutting it anymore.

If you want to attract, engage, and retain Gen Z talent, you’ll need a benefits experience that feels as personal, digital, and values led as they are. So, what Makes Gen Z Different (And Why It Matters for Your Benefits Strategy)?

Firstly, Gen Z grew up with smartphones, social feeds, and instant everything. So, when they join your workforce, they expect the same seamless experience from your benefits. 91% of Gen Z say a company’s tech influences whether they want to work there, (according to deskbird). They expect business tools to be as intuitive as TikTok and as mobile-friendly as their banking apps. If any benefits platform feels clunky or old-school? You’ll lose them before they’ve even logged in.

Secondly, they care Deeply About Purpose. For Gen Z, work isn’t just a job. It’s a platform for impact. 74% say purpose at work matters more than their pay cheque, according to SHRM. And it’s not just talk, where 50% have turned down work that clashes with their personal values, according to SHRM and 44% have rejected employers with negative environmental or social impact, says ACCP. If your benefits don’t reflect your social and environmental commitments, you’re missing a massive engagement driver.

Thirdly they value Flexibility Over Hierarchy. Gen Z doesn’t measure success by hours logged. They care about outcomes and flexibility. 77% would choose more flexibility over faster promotion, according to Innovative Human Capital. They expect to work when and where they perform best, whether that’s fully remote, hybrid, or something in between.

Finally, there is the rise of flexible, personalised benefits. Forget cookie-cutter packages. Gen Z expects choice such as workplace flexibility, like remote work and compressed schedules, mental health support including teletherapy and wellness apps, financial wellbeing, such as student loan repayment and financial coaching.

Looking at that lens, mental health is non-negotiable. Gen Z has made one thing clear: mental health is essential, not optional. Only 15% rate their mental health as “excellent”, and 40% report feeling stressed or anxious most of the time, according to Handshake and Deloitte. What’s expected and what is out there? Dedicated mental health days, digital-first EAPs with real usage, and wellness tech, like meditation apps and digital resilience tools. In simple terms, ignoring mental health isn’t just risky—it’s a missed business opportunity.

It’s tough out there, however there are many creative ways to find money with employee benefits (if you do not salary sacrifice your pension…why not?). Focus them in a new and creative way. It will pay off when employees feel their benefits reflect their real-life needs, they stay longer and engage more deeply.

We talk a lot about leadership pipelines, talent retention, and gender equity at work. But one of the biggest moments of risk in a woman’s career isn’t when she hits a glass ceiling. It’s when she goes on maternity leave.

Despite decades of progress, research shows that up to 74,000 women in the UK lose their jobs each year due to pregnancy or maternity-related discrimination¹. Nearly half of mothers report negative experiences at work related to pregnancy, maternity leave or returning—and 1 in 5 leave their jobs as a result². And for those who do return? Over 80% say it negatively impacts their confidence, mental health or both³.

These numbers tell a clear story: we are underestimating the scale and complexity of the transition to motherhood. And we are under-resourcing women through it.

That’s where maternity coaching steps in—and why it’s far more than a “nice to have.”

Maternity Coaching: A Lifeline, Not a Luxury

Maternity coaching provides structured, professional support before, during, and after parental leave. It holds space for the emotional, identity, and logistical challenges of becoming a parent while managing a career.

But coaching isn’t just about performance—it’s also about wellbeing. And that brings us to something that still isn’t talked about enough: maternal mental health.

From Baby Blues to Burnout: The Full Spectrum

The six-week postnatal check isn’t enough. Many mothers never say out loud that they’re not okay. Postnatal depression, anxiety, rage, or the long tail of sleep deprivation can linger well beyond maternity leave—and often bubble up again during the return to work.

That’s the missing link: Maternal mental health doesn’t stop when maternity leave ends. For many women, returning to work—often exhausted and unsure of themselves—is just as vulnerable a period. And yet, the expectation to “bounce back” is enormous.

Coaching can’t replace clinical care, but it plays a vital complementary role. It provides space to process the emotional load, build confidence, and plan realistically. And for many, it’s the first time they’ve been asked: “How are you really doing?”

For Women With ADHD, the Challenge Is Even Greater

As someone with ADHD, I know how difficult it is to manage the chaos of early motherhood. Executive dysfunction, mental load, and disrupted routines can overwhelm even the most high-functioning professionals. When structure disappears, so can confidence.

For neurodivergent mothers, maternity coaching provides scaffolding. It helps build systems, protect energy, and move forward with clarity—even when everything feels uncertain.

What Happens Without Support?

In coaching sessions, I often ask: “What would be the impact of not preparing before maternity leave or return?”

The coaching process brings clarity, strategy, and self-compassion. It helps new parents stay anchored to what matters most, even when the external world is shifting.

A Thought for Organisations

If you’re serious about retention, inclusion, and wellbeing, start here. Maternity coaching isn’t a “perk.” It’s a strategic, inclusive intervention that helps people return to work stronger, not smaller.

Support doesn’t have to mean fixing every problem. Sometimes it just means saying, “We see you. And we’re with you.”

A Thought for You, If You’re a Working Parent

Here’s a prompt I often use with clients: “What do you want life to look like in five years and what needs to happen now to make that future possible?”

It’s easy to live in the short term when you’re exhausted. But your long-term goals, values and ambitions deserve space too.

A final note: I’ve been using the brilliant maternity coaching framework developed by Frances Cushway, a comprehensive, compassionate and practical model that supports every stage of the transition to working parenthood. It’s been a powerful tool in my work, especially when combined with an ADHD lens.

If you’re curious about how this framework can support neurodivergent parents—or want to learn more about the pilot I’m currently running, you can find more details here.